How do you integrate the schedules of multiple projects into a single programme schedule that concisely conveys time-related information? This is the approach I have used successfully for several programmes.

Like this:

Further to my post onLessons Learned from project delivery, I’m going to take a calculated risk by standing up for the pragmatic application of process. Yes, that’s right,process.

Now, people seem to enjoy a bit of process-bashing, and I get that: nobody wants to have their working lives organised for them to the point where they become a soul-less, heartless, brainless robot, but I am proposing the idea that processes are an organisation’s memory. Continue reading “Processes are an organisation’s memory”

Following on from my post on watermelon reporting, I wanted to share another, related, phenomenon with you – “green side up” reporting. This describes the phenomenon where the health of programmes and portfolios is reported more favourably the higher up the organisation the reports are circulated; that is to say that in the project world everything looks green when viewed from above.

Turf is supposed to be green side up. Your project reporting shouldn’t be.

How do watermelons get into project reports? and why should you watch out for them?

“Watermelon reporting” describes the phenomenon where according to a project status report things appear to be green on the outside (i.e. the project’s RAG status is reported as green, with no issues), but if you delve a little deeper and look inside, it’s actually red right through (i.e. there are serious issues). Continue reading “Watch out for watermelons in project reports”

How do you give senior management a “helicopter view” of all the change that is going on in an organisation, so that they can make informed decisions on how to spend their change budget? Here’s how I tackled it…